HBR/McKinsey M-Prize: Management 2.0 Challenge

Part One of the Harvard Business Review/McKinsey M-Prize for Management Innovation
Challenge Begins
Final Round Deadline

Winners announced!

We’re thrilled to introduce you to the winners of the Management 2.0 Challenge—the first phase of the HBR/McKinsey M-Prize for Management Innovation.



All the finalists

Here are the 20 finalists:


In the first leg of the Harvard Business Review-McKinsey M-Prize for Management Innovation, we invited management innovators from every realm of endeavor to share the most progressive practices and disruptive ideas that illustrate how the governing principles and tools of the Web can make our organizations more adaptable, innovative, inspiring, and accountable.

They did. We received more than 140 impressive Stories (instructive case studies) and Hacks (experimental designs), selected 20 stellar finalists, and announced seven winners of the Management 2.0 Challenge.

Read more about Management 2.0 in Gary Hamel’s challenge essay. You can check out the winning entries feature above, learn more about the finalists here, and explore all of the entries.

heather-kingsley's picture
Modern management systems need to harness web technology to provide a real time interactive platform to harmonise team objectives and priorities.
amanda-white's picture
Many scholars discuss visibility from the perspective of an employee making themselves more visible to executives within an organisation with the ambition of climbing the corporate ladder.
By Amanda White on July 2, 2011
sonja-dieterich's picture
The white coat of a physician signifies a 19th century model of leadership: authoritative, unchallenged, above and beyond the ordinary. This is not who today's physicians are.
By Sonja Dieterich on July 18, 2011
charles-prabakar's picture
Purpose Innovation driven “purpose bundles”, are products and services from variety of related and unrelated industry providers that are bundled togeth
kumba-jallow's picture
If we are to close the sustainability gap – from the current consumption and production levels implicated in social and environmental injustice to a fairer, greener world – then we need transformative
By Kumba Jallow on July 17, 2011
jon-ingham's picture
Technology isn't the centre of web 2.0, people are.  To create management 2.0, we need to enable change in the perspectives and behaviours of the people working within organisations.
By Jon Ingham on July 17, 2011
ellen-weber's picture
The traps that hold back new talent may be the very traditions dubbed as excellent where you work! Innovation requires risk - and novelty  surpasses traditions that drive most organizations
By Ellen Weber on July 10, 2011
tsukasa-makino's picture
To varying degrees, everyone has self-centered ambitions: to become rich and famous, to win the race, to have some power over others. Such forces can drive people to work hard and produce results.
By Tsukasa Makino on July 17, 2011
mohammad-oli-ahad_1's picture
Policies and strategies of a company would be a set of LIVE wiki documents
bernard-tan's picture
Create a networked community connecting present and ex-consultants that 1) promotes sharing of solutions and problems2) identifies resources availability for projects
By Bernard Tan on July 13, 2011
gisela-j-nsson's picture
"Lock in" of talent may squelch passion, demoralize employees and of course lead to worse fit of talent to problems.  Top down delegation of tasks utilizes fewer minds thinking about what pr
By Gisela Jönsson on July 5, 2011
bala-subramanian's picture
A transparent societal environment where all societal roles have been updated and kept current without having to learn anything to get into the right mode with the right tools and the right framework.
mohammad-oli-ahad_1's picture
Directors would have to maintain active presence in an internal Facebook—accessible by and responding to everyone. People would know where their leaders are and what are their 'status', always